society of clerks at the table in kenyan county

SOCIETY OF CLERKS AT THE TABLE IN KENYAN COUNTY LEGISLATURES

SOCATT(K)

STRATEGIC PLAN(2021 - 2024)

I am delighted to present to you the SOCATT(K) Strategic Plan 2021–2024, which outlines the strategic visions and goals we have identified to help the society realize its potential and better fulfil its mission to serve the County Assembly Services. As we mark our 5th year since establishment, it is an opportune time for us to consolidate our strengths and identify opportunities for further development, so as to steer the society to the next level of exem-plary service delivery. Our beneficiaries both direct and indirect are always our first priori-ty as we pride ourselves in contributing to the capacities and skills of technical officers of the Assemblies.

The Strategic Plan represents the concerted efforts of our stakeholders, whose valuable input has been incorporated in this document. Let me take this opportunity to thank all of them for giving us so much food for thought during the process of consultation and drafting of the Strategic Plan. I would like to thank, in particular, the Steering Committee of SOCATT(K) for approving the Strategic Plan and taking up the responsibility for oversee-ing and monitoring its implementation.

I am sure that, with the collaboration of our staff, the County Assembly Service and supporters, the goals we aspire to accomplish will in time translate into milestones of which we can be proud. By investing in the future of SOCATT(K), we are investing in the realization and furtherance of Devolution in Kenya. I would like to invite you to join hands with us to help SOCATT(K) maintain its characteristics whilst fostering its further develop-ments.

The process of reviewing our Strategic plan has given us the opportunities to take stock on past successes and failures, to refine our mission and future goals in the light of challenges ahead, and to put forward strategies for our development not only in response to changing needs but also as active and participating agents to drive efficien-cy and effectiveness in the County Assemblies. Our strategic theme “Leveraging on complementarities to promote a robust professional County Assembly Service” attest to our commitment to achieve excellence through our core functions of creation, dissemi-nation and exchange of knowledge as well capacity enhancement and training.

KAMAU AIDICHAIRPERSON

STRATEGIC PLAN 2021 - 2024 2

Foreword

This is the SOCATT(K) strategy for a three-year period 2021-2024, The strategic plan is driven by a core theme whose ultimate goal is responsive, effective and efficient County Assemblies in Kenya. The implementation of the proposed strategies will enhance the institutional capacity and enable it to build synergy among key players in order to mitigate both external and internal challenges. The development of the strate-gic plan followed an all-inclusive and participatory process which included desk reviews of existing policy documents and other relevant publications; several key informant interview, the use of questionnaires and discussions on the various strategic themes and consultations with staff and stakeholders.

I wish to offer special thanks to the Executive Committee members for their keen interest, guidance, and support during the preparation of the Plan. I also wish to thank most sincerely, our various stakeholders. I wish also to thank the Consultants for their expert advice and input into the plan as well as members of staff of SOCATT(K) who demonstrated extreme commitment during the planning process.

In the implementation phase (2021 – 2024), we invite members to constructively critique and propose realistic ways in which to recast and accelerate the implementation of the plan, but also play their requisite role to ensure that the expectations and targets set are both achieved and even exceeded. Finally, we appreciate that our success depends on our ability to generate the necessary resources we need for implementation of the strategic plan, our commitment to the success, our belonging and ownership of SOCAT-T(K) as well as our ability to monitor and evaluate the implementation.

EDITH IMUNDEEXECUTIVE DIRECTOR


Acknowledgement


ADP Annual Development PlanANZACATT Australia and New Zealand Society of Clerks at the TableCA County AssemblyCAF County Assemblies ForumCAS County Assembly ServiceCASB County Assembly Service BoardCEC County Executive CommitteeCFSP County Fiscal Strategy PaperCIDP County Integrated Development PlanCPA Commonwealth Parliamentary AssociationOCOB Office of the Controller of BudgetCoG Council of GovernorsCoK Constitution of Kenya, 2010CPST Centre for Parliamentary Studies and TrainingCRA Commission on Revenue AllocationCSO Civil Society OrganizationDCI Directorate of Criminal InvestigationEACC Ethics and Anti-Corruption CommissionEC Executive CommitteeESAMI East and Southern Africa Management InstituteGA General AssemblyICT Information and Communication TechnologyILI International Law InstituteIFMIS Integrated Financial Management Information SystemIGRTC Intergovernmental Relations Technical CommitteeKIPPRA Kenya Institute for Public Policy Research & AnalysisKLRC Kenya Law Reform CommissionKRA Key Result AreaKSG Kenya School of GovernmentMCA Member of County AssemblyMOU Memorandum of UnderstandingPSC Public Service CommissionPSC Parliamentary Service CommissionPWD Persons with DisabilitySCAT Society of Clerks at the Table in Commonwealth ParliamentsSDG Sustainable Development GoalSIG Special Interest GroupSOCATT (K) Society of Clerks at the Table in Kenyan County LegislaturesSRC Salaries and Remuneration CommissionUSAID United States Agency for International Development

Abbreviations


VISION

CORE VALUES

MISSIONResponsive, effective and efficient County Assemblies in Kenya To strengthen the professionalism

of the County Assembly Service(s) through enhanced procedural

advice and administrative support for efficient and effective

discharge of duties.

Cooperation and CollaborationAdaptability

DiversityEducation


Table of ContentsForeword iiAcknowledgment iiiAbbreviations iv1 Executive Summary 71.1 Background of the Society of Clerks at the Table in Kenya – SOCATT (K) 71.2 Vision Mission and Core Values 71.3 Our Theory of Change 81.4 Core values 81.5 Target beneficiaries 81.6 Key Result Areas 81.7 Strategic Objectives 8 2 Overview of SOCATT (K) 92.1 History and Profile 92.2 The Institutional Review 92.3 Achievements 102.3.1 Capacity Development 102.3.2 Parliamentary Strengthening 112.3.3 Networking and Collaboration 112.3.4 Work Environment 112.4 Key Challenges 112.5 Lessons 113 Review of the SOCATT (K) Strategic Plan (SP) 2018-2020 123.1 Feedback on the implementation of the 2018-2020 strategic plan 123.1.1 Legislation 123.1.2 Public Participation 123.1.3 General observation 124 SWOT Analysis 135 PESTEL Analysis 166 Stakeholder Analysis 187 The Strategy Framework 217.1 SOCATT (K) Statement of Core Values 217.2 Strategy Framework 217.3 Strategic Approaches 227.4 Key Result Area 1: Legislation, Public Participation and Oversight 237.5 Key Result Area 2: Education (Capacity development and Training) 247.6 Key Result Area 3: The Work Environment of County Assembly service (s) 267.7 Key Result Area 4: Organizational Development of SOCATT (K) 278 Implementation, Monitoring and Evaluation 348.1 Implementation Plan 348.1.1 Coordination and Implementation 348.1.2 Accountability Framework 348.1.3 Strategies for implementing the Strategic Plan 348.1.4 Human Resource 348.1.5 Resource Flows 348.2 Monitoring and Evaluation Plan 358.3 Strategic Plan Evaluation 359 Risk Analysis 40 10 Organizational Structure 43

The Society of Clerks at the Table in Kenyan County Legislatures abbreviated SOCATT (K) is an association of the Clerks and the officers of all the County Assemblies in Kenya. It was registered in 2014 with the registrar of societies under the Societies Act cap 108.

The theme of the SOCATT (K) 2021 – 2024 strategic plan is leveraging on complementari-ties to promote a robust professional County Assembly Service.

Our major ambition is to facilitate the harmonization of procedure and practice while creating platforms that enhance experience sharing, collaboration and networking for the County Assembly Service. Further, we aim to facilitate the enhancement of technical skills and capacities of the CAS through peer learning exchange and capacity development.

Our new strategic direction is informed by the lessons from the previous strategic plan 2018 -2020, the adoption of alternative technologies in the legislative business, the need to leverage on partnerships and networks in maximizing resource mobilization and a careful focus on devolution and contribution of county legislatures in the efficiency of service delivery.


1. EXECUTIVE SUMMARY

a) Build the capacity of the County Assembly staff so that they can support and enable members of the Assemblies to perform their roles as outlined in Article 185;b) Increase accessibility to Parliamentary and management practices of legislatures in Kenya for its members;c) Foster mutual interest among officers of legislatures in the execution of their duties and responsibilities and;d) Assist members in their professional development through the exchange of information, views, experiences and best practices.

1.1 Background of the Society of Clerks at the Table in Kenya –SOCATT (K)

Responsive, effective and efficientCounty Assemblies in Kenya.Vision

To strengthen the professionalism of the County Assembly Service(s) through enhanced procedural advice and administrative support for efficient and effective discharge of duties.

Mission

1.2 Vision, Mission and Core Values

The objectives of SOCATT (K) are to:

Foreword iiAcknowledgment iiiAbbreviations iv1 Executive Summary 71.1 Background of the Society of Clerks at the Table in Kenya – SOCATT (K) 71.2 Vision Mission and Core Values 71.3 Our Theory of Change 81.4 Core values 81.5 Target beneficiaries 81.6 Key Result Areas 81.7 Strategic Objectives 8 2 Overview of SOCATT (K) 92.1 History and Profile 92.2 The Institutional Review 92.3 Achievements 102.3.1 Capacity Development 102.3.2 Parliamentary Strengthening 112.3.3 Networking and Collaboration 112.3.4 Work Environment 112.4 Key Challenges 112.5 Lessons 113 Review of the SOCATT (K) Strategic Plan (SP) 2018-2020 123.1 Feedback on the implementation of the 2018-2020 strategic plan 123.1.1 Legislation 123.1.2 Public Participation 123.1.3 General observation 124 SWOT Analysis 135 PESTEL Analysis 166 Stakeholder Analysis 187 The Strategy Framework 217.1 SOCATT (K) Statement of Core Values 217.2 Strategy Framework 217.3 Strategic Approaches 227.4 Key Result Area 1: Legislation, Public Participation and Oversight 237.5 Key Result Area 2: Education (Capacity development and Training) 247.6 Key Result Area 3: The Work Environment of County Assembly service (s) 267.7 Key Result Area 4: Organizational Development of SOCATT (K) 278 Implementation, Monitoring and Evaluation 348.1 Implementation Plan 348.1.1 Coordination and Implementation 348.1.2 Accountability Framework 348.1.3 Strategies for implementing the Strategic Plan 348.1.4 Human Resource 348.1.5 Resource Flows 348.2 Monitoring and Evaluation Plan 358.3 Strategic Plan Evaluation 359 Risk Analysis 40 10 Organizational Structure 43


a) Key Result Area 1: Procedure and Practice, Public Participation and Oversightb) Key Result Area 2: Education (Capacity development and Training)c) Key Result Area 3: The Work Environment of County Assembly service(s)d) Key Result Area 4: Organizational Development of SOCATT (K)

1. To provide legal and procedural advice to County Assemblies in the development of legislation and conduct of oversight in a participatory manner;2. To build the technical and management capacities of County Assembly service (s);3. To promote and influence the development of a facilitative and conducive work environment for County Assembly service(s); and4. To implement high quality and responsive programs and services.

The functions of a County Assembly are legislation, oversight and representation; and the role of its staff is to provide expert advice and guidance to the Members of the Assembly. Therefore, the SOCATT (K) 2021 – 2024 strategic plan believes that an exem-plary and competent County Assembly Service will facilitate the effective and efficient operation of the Assembly. We further believe that a favourable work environment will strengthen institutional growth and sustainability. To this end, SOCATT (K) shall explore and implement programs that respond to needs, gaps and emerging concerns of the Assemblies while enhancing the capacities of its secretariat.

These Key Result Areas cover the entire range of programs implemented by SOCATT (K) and provide the areas along which reporting will be carried out.

In the next three years the society will focus on the realization of the following four strategic objectives:

Cooperation and collaborationAdaptabilityDiversityEducation

1.3 Our Theory of Change

1.4 Core values

County Assembly ClerksCounty Assembly ServicesCounty Assemblies

1.5 The Target beneficiaries

1.6 Key Result Areas

1.7 Strategic Objectives

The Society of Clerks at the Table in Kenyan County Legislatures SOCATT (K) is a mem-bership organization of the Clerks and technical and officers of County Assembly service of all the 47 County Assemblies in Kenya. Its history can be traced back to 2010 when Kenya promulgated a new constitution. Before which, Kenya had no precedence of such high magnitude decentralization. Structures had to be put in place with the help of the then Transition Authority (TA) to ensure that the devolved units took off and operated at optimal levels. Actualizing the object of devolution required the two arms of government at the County level to work in a collaborative and consultative manner while ensuring that the vision of the drafters of the constitution with regards to devolution is not compromised.

Considering the complexity of business in a legislative environment, County Assemblies back then were operationalized in accordance with the existing legal provisions; none-theless, the end results were not effective enough due to knowledge gaps that existed. To remedy this situation a few County Assembly Clerks led by Clerks who had then been seconded from the National Parliament among a few others, convened and explored possible strategies on how the County Assembly Services would be strengthened to enable them to support coherent and effective discharge of duties by the Members of the Assemblies (MCAs). As a result of their deliberations, the Society of Clerks at The Table in Kenyan County Legislatures SOCATT (K) was conceptualized and registered under Societies' Act Cap 108 in the year 2014. The society mirrors the Commonwealth Parliaments’ Society of Clerks at the Table (SCAT).

Its establishment was compelled by the need to enhance effectiveness and efficiency in County Legislatures through standardized legislative procedures as well as harmo-nized administrative practices across all the County Assemblies.

At the onset of devolution, there was a huge capacity gap in Kenya since the devolved system of governance was a new phenomenon. To remedy the situation, various stake-holders converged with the goal of ensuring that the Objects of devolution would be achieved. It is against this backdrop that SOCATT (K) was registered. Through the effort of SOCATT (K) and other like-minded organizations, Kenya has experienced tremendous progress in realizing the said Objects. This has however been faced by a myriad of challenges key amongst them being inadequate funds for the devolved functions, inequality experiences in various sectors of the economy, corruption and gender biases in the implementation of various policies.


2. OVERVIEW OF SOCATT (K)2.1 History and Profile

2.2 The Institutional Review

Further, SOCATT (K) has a Secretariat led by an Executive Director. The headquarters of SOCATT (K) is based in Nairobi City County.

40 capacity and skill enhancement workshops and training implemented with different cadres of County Assembly service (s). (www.socattkenya.org)

SOCATT (K) is a membership organization with four classes of members, namely: Active, Corporate, Associate and Honorary. The serving Clerks of County Assemblies are eligible to register as Active Members; they pay subscription fees (on behalf of the respective Counties) and are eligible to vote and hold elective office. Every member of staff of a County Assembly is eligible to register as a Corporate Member. Clerks of the National Parliament of Kenya are eligible to register as Associate members. Honorary Membership is open to the retired Clerks of County Assemblies and the National Parliament of Kenya. Associate and honorary members do not pay subscription and are not eligible to vote or hold an elective office in the association.

The organizational structure of SOCATT (K) is made up of the following:

General Assembly (GA): that is comprised of the Active members of SOCATT (K).

The Steering Committee: is the governing body of SOCATT (K) and has authority to act on behalf of the society. The Steering Committee comprises of the Executive Committee (Chairperson, Vice Chairperson, Secretary General, Treasurer, and Organizing Secretary), regional representatives of the six regions (Nairobi, Western, Central, Rift Valley, Coast and North Eastern regions) and the Executive Director.

The Executive Committee: comprises of the Chairperson, Vice Chairperson, Secretary General, Organizing Secretary and the Treasurer. The Executive Committee is mandated to act on behalf of the Steering Committee by executing decisions of the Steering Com-mittee requiring attention in between its meetings.

The Standing Committees: SOCATT (K) has four standing committees, namely the Human Resources, Procedures, Finance, and Legal Affairs Committees. Each Committee is supported by a technical committee.


2.3 Achievements

2.3.1. Capacity Development

2.5 Lessons


Developed, published and disseminated County Assembly Model Manuals; Publication of Gender Mainstreaming instruments for County Assemblies; Conceptualized and implemented the Annual Legislative Clerks Symposium; Continuous procedural and administrative advice and support to County Assembly.

2.3.2. Parliamentary Strengthening

Continuous participation in the negotiation of equitable County Assembly ceilings; Continuous legislative memorandum submission;Enhanced relationship building and nurturing with Intergovernmental bodies and development partners.

2.3.3. Networking and Collaboration

Development and subsequent review of the County Assembly Scheme of Service; Negotiation for the review of Clerks Job Evaluation Results of 2017.

2.3.4. Work Environment

Overdependence on subscription as the major source of income;Competition and lack of synchrony in the capacity development and skill enhancement of staff of the County Assemblies;Effects of staff turnover on institutional memory and relationships with the County Assemblies;Development partners’ goals and targets vis-a-vis the evolving needs of the County Assemblies.

2.4 Key Challenges

2.5 Lessons

Diversified cooperation and collaboration with intergovernmental organizations working with Assemblies will enhance the realization of our mandate and objects;Continuous nurturing and close working relationship with County Assemblies Forum is essential;There is a need for enhanced visibility for the institution of SOCATT (K).

SOCATT (K) focused more on procedure and practice as opposed to actual enact-ment of legislation, however, collaborations in the submission of memorandum on bills was done jointly with like-minded institutions.

The launch of the 2018-2020 Strategic Plan was a major milestone for the institution of SOCATT (K); the inaugural plan was based on 6 key result areas in line with its vision and mission. The key result areas were to guide and gauge the success of the strategic plan. The areas included; Legislation, Oversight, Public participation, capacity development, organizational development and the improved work environment for the County Assembly service. We can authoritatively affirm that of the six key result areas, four were strategically achieved though not optimally due to limited resources. However, the Society lagged behind in achieving the strategic objectives set under Legislation and Public Participation.


3. REVIEW OF THE SOCATT (K) STRATEGIC PLAN (SP) 2018-2020

3.1. Feedback on the implementation of the 2018-2020 Strategic Plan3.1.1. Legislation

An analysis conducted on selected County Assemblies showed that most Assemblies had either a policy or a law on public participation. However, the challenge has been the effectiveness of the public participation processes. Aware of the complexity and yardsticks for effective public participation, SOCATT (K) Procedure and Practice Techni-cal Committee floated the idea of publishing simpler versions of public participation charters that would serve as reference documents during the said exercises an idea that was bought into by the main Committee on Parliamentary procedures.Cognizant of the importance of involving the public in decision making, SOCATT has made considerable efforts through its strategic direction of capacity enhancement but continues to experience difficulties in influencing the said processes being an activity that is largely spearheaded by the elected members of County Assembly. We however believe that a simplified guide to public participation form of charters will make the process less complex and attract more input from the citizenry.

3.1.2. Public Participation

The SOCATT (K) SWOT analysis on the strengths, weaknesses and threats largely remains the same. SOCATT (K) needs to explore and exploit the opportunities further to expand its visibility and influence. Based on this observation, it is recommendable for the institu-tion to re-map and expand its stakeholder base. The strategic approaches should be refined and a strategy of minimizing the external risks coined for posterity. Additionally, the Theory of Change should be paraphrased to align with the mission and vision.

3.1.3. General Observation


4. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS ANALYSISAnalysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) was undertaken to identify SOCATT (K) internal strengths and challenges in relation to external opportunities and threats. The analysis provided insights that will enable SOCATT (K) to take advan-tage of existing opportunities, build on its strengths and mitigate the effects of internal challenges and external threats. The SWOT Analysis is presented in Table 1.

Strengthened niche of the SOCATT (K) within County Assemblies’

Leverage on the vast knowledge and stake-holders to come up with responsive SOCATT (K) programs Nurture SOCATT(K) into the training Centre for County Assemblies

Responsive and targeted training and capacity development programmes

Enhanced ability to be holistic reference point on knowledge documents

Progressively promote SOCATT (K) as one stop resource center for selected knowledge documents

A one stop resource centre for selected knowledge docu-ments benefiting the Members and staff of all the 47 County Assemblies

Opportunity to become a fully acceptable outfit within County Assemblies

Build SOCATT (K) trust among key players at the County Assemblies

Unique niche as a society for the County Assembly Service

Enhanced ability to obtain support from cooperation and networks

Leverage on collabora-tions and networks to expand SOCATT (K) programs portfolio

Functional cooperation and networks

Over-reliance on external resource persons and/or consultants

Progressively build capacity of staff to resource in areas within the core business.

Lean staffing at SOCATT (K) secretariat

Stability in financial resources Strengthen financial monitoring, evaluation and reporting for SOCATT (K) continual improvement

Steady income through member subscription

Strengths Strategic ResponseStrategic Implications

Weaknesses Strategic ResponseStrategic Implications

Internal Factors

Table 1: Strengths Weakness, Opportunities and Threats

a)

a)

b)

c)

d)

e)


Liaise with county assemblies to identify/-map resource persons at County Assemblies

Establish memorandum of understanding between SOCATT (K) and County Assemblies

Over reliance on the captive revenue sources

Diversify revenue streams

b) Overdependence on subscription

Uncertainty in member support to SOCATT (K)

Reduced opportunity to popularize SOCATT (K) programs

c) Reduced member commitment and poor attendance of SOCATT activities which affect the Societies’ impact

Inhibited capacity of SOCATT (K) to operate at optimum capacity

Full implementation of SOCATT (K) organization structure.

d) Organization structure not fully implemented

Enhanced ability of SOCATT (K) offer programs across the County Assemblies

Positioning of SOCATT (K) as a strategic partner in the develop-ment of County AssembliesContinually enhance SOCATT (K) presence and visibility

a) Available financial and technical support from CA and development partners

Engage County Assembly to prioritize SOCATT (K) subscriptions in their recurrent expenditure

Enhanced ability of SOCATT (K) inclusion in intergovernmental institutions activities

Align SOCATT (K) programs with intergov-ernmental institutions activities

b) Good relationship with intergovernmen-tal institutions

Enhanced ability to offer services through CPST KIPPRA, KSGcollaborative support

Enhance accessibility and quality of SOCATT (K) products and services

c) Sharpen the areas of collaboration with the National Parlia-ment, the CPST KIPPRA and KSG

Opportunities Strategic ResponseStrategic Implications

External Factors

Integration of ICT in the business operations of SOCATT (K).

Strengthen sub-optimal leverage on ICT to support service delivery on education (Capaci-ty development and Training)

d) Use of technology to minimize on costs


Enhanced ability to offer services through CPA, ANZACATT, SCAT collaborative support

Enhance accessibility and quality of SOCATT (K) products and services

e) Further collabora-tion with international institutions and bodies; CPA, ANZACATT, SCAT.

Great opportunity for SOCATT (K) to be a key sector player

Educate/sensitize staff at the County Assem-blies on SOCATT (K) programs and services

f) Keen interest by other staff cadres (other than clerks) in the Assemblies to be integral players in the SOCATT (K) programmes

Inhibited opportunity to offer SOCATT (K) services/programs

Provide proactive solutions to primary consumers of SOCATT (K) services

a) Competition rather than collaboration amongst CA training institutions

Reduced support from County Assembly leadership

Promote the role, functions and services offered by SOCATT (K)Participate in all fora bringing County Assem-bly leadership together

b) Inadequate political goodwill from selected County Assembly leadership

Reduced ability to retain talent and organizational memory

Explore ways of making SOCATT (K) attractive to members of staff

c) High turnover of committed members of the staff

Reduced SOCATT (K) ability to meet financial obligations in time

Diversify revenue sources Lobby County Assembly clerks to prioritize SOCATT (K) subscriptions

d) Delayed subscription payment

Reduced SOCATT (K) ability to meet financial obligations in time

e) Perception of exclusion by the other staff cadres (other than clerks) in the Assemblies

Implement a robust and sustained effort in educating the public about the role of SOCATT (K).Develop and implement a comprehensive public relations and communication strategy

Threatened livelihood for SOCATT (K).

f) The evolving political discourse at the national level

Lobby for the amend-ment of national laws that negatively affect the County assemblies.

Threats Strategic ResponseStrategic Implications


SOCATT (K) external environment plays a big role in defining its operations. There are factors that exist in this external environment which influence the activities and programs of the society. These can be grouped as Political, Economic, Social, Technological, Environmental and Legal (PESTEL) factors. An analysis of these PESTEL factors is presented in Table 2

5. POLITICAL, ECONOMIC, SOCIAL. TECHNOLOGICAL, ENVIRONMENTAL AND LEGAL ANALYSIS

Table 2: PESTEL AnalysisCategory Issues Effect

Transitional political environment i.e. political uncertainties

Causes uncertainties that hinder effective Implementation

Impending electionsImplementation of the ConstitutionFinancial control of County Assem-blies by various bodies at the County and National Government Jostling for political space by various players in the County and National GovernmentPersistency impunityThe proposed BBI initiative

Scarce resources and ever increasing demands on the Society The huge sums of financial resources required to provide services to all stakeholders countrywideContinued development of infrastructureDevelopment in the ICT sector - Mobile money transfer, fiber optic, etc.

Insufficient budget location limiting potential implementation of programsCompeting needs will lead to reduced funding for some institutionsImproved connectivity and movement of people leading to increased available resources in the country

Shifts focus from service delivery to electionsFailure to implement the constit-ution fully might compromise the operations and progress of County AssembliesInterruption and delay of implementation of the budgetary processes of the AssembliesIntensifies the pressure for control over the County AssembliesUnfairness and inefficiency in theadministration of County Assem-blies, including discrimination of some groups based on exogen-ous factors like politics, ethnicity, clannism etc.County Assemblies may be politicized and polarized in the build up to and during the proposed referendumThe changes proposed in the BBI report to bring changes in the composition, functions and political influence by County Assemblies

Political

Economic


Category Issues EffectEconomic downturn due to the effects of COVID-19 pandemic

Automation of systems and functions of County Assemblies and the SocietyDevelopment agenda at the National and County levels to be considerably affected.

EthnicityCultural diversityExisting conflict between political/traditional and conventional conflict resolution methodsDifferent/lack of understanding of the various mandates of the CountyAssemblies

Gaps in training of staff to effectively assist the County Assemblies discharge their roles.High turnover of CA Clerks

Increased polarization of the Country and Counties

Advancement in the ICT sector - mobile money transfer, fiber optic

Automation of systems and functions of County Assemblies and the SocietyTake advantage of technology to better the administration of County Assemblies

Could be harnessed to enrich processes of governance and generate resources for the CountiesCould be a challenge in fair distribution of resourcesConfusion, tension and conflict in the management of affairs of County AssembliesIneffective/inefficient service delivery in the Assemblies

Technolo-gical

Social

Increased focus on sustainable environmental management globallyComply with national environmental legislationPoor working physical conditions e.g. poor buildings, office spaceUnconducive physical workplace environment

Reduced funding due to increased resource competitionPoor performance of duties

Environme-ntal

Conflict between National and County lawsLack of capacity at the Assemblies to draft appropriate lawsRigid and technical legislative proceduresExisting conflict between traditional and conventional conflict resolution methodsLegal status of the Society

Confusion, tension and conflict in the administration of County programIneffective/inefficient delivery of legal services in the AssembliesPoor outputs from the legislative processes Makes the Society vulnerable to institutional interferenceIncreases disputes among political and administrative stakeholder in the county assemblies

Legal

The institutions that are affected by the implementation of our programs, as well as those whose success is facilitated by our actions, form our stakeholders. SOCATT (K) appreci-ates that the management of the stakeholders is key to its successes or failure. In the implementation of this strategic plan, SOCATT (K) will seek to harness and leverage on the capacities of our stakeholders towards the success of our strategic directions.

Stakeholders are analyzed in Table 3 in order of their level of impact, their roles and the opportunities that the stakeholders present for SOCATT (K).


6. STAKEHOLDER ANALYSIS

Technical capacities to enable them to discharge their duties

Access to financial resources and other forms of support the CASB need to operate

County AssemblyService(s)

Technical capacity building of the County Assembly Service(s)

County Governments operate effectively and efficiently in providing services to the public

Parliament(the Senate and National Assembly)

Collaboration in capacity development of the County Assemblies service (s)

Ensure fair, equitable and sustainable remuneration of all state and public servants

Salaries and Remuneration Commission

Negotiations (on behalf of members) in the development of equitable remuneration and scheme of service for County Assembly service

Ensure equitable sharing of Nationally generated revenue between the national and Gounty Government and among County Governments

The Commission on Revenue Allocation

Negotiations (on behalf of members) in the development of equitable revenue allocation to County Governments, and County Assemblies in particular

Support the Parliament (the National Assembly and the Senate) to discharge its constitutional mandate in representation, legislation and oversight

The Parliamentary Service Commission

Collaboration with CPST to design and implement exchange programs to strengthen the capacities of County Assemblyservice

Represents the counties and participates in the legislative function of the national Parliament and determines the allocation of national revenue among counties.

Senate Engage the Senate to develop a robust model of exchange of information between it and the county assemblies for effective legislation in both chambers.

Stakeholder

Table 3: Stakeholder Analysis

Role/Interest Opportunity for SOCATT(K)

Lobbying the national and County Governments to allocate enough funds and other resources to support the operations of CASBs

Review and input to Senate bills that are relevant to the Counties


Oversights the financial management of County Governments through is Sessional Committee on Finance and Economic Affairs

Engage the Senate on its instructional requirements and expectations from the assemblies on proper budgetary controls to scale up compliance by the county assemblies.

Complements the legislative functions of the Senate as they relate to devolution. It determines the allocation of national revenue between the national government on the one hand and County Governments on the other

National Assembly Establish an information flow channel that enables the timely and accurate exchange of information on issues of mutual interest.

Administers the taxation function for the whole country. It may by mutual agreement administer revenue functions of a County Government.

KRA Engage the KRA on its instructional requirements and expectations from the assemblies on tax administration to scale up compliance by the county assemblies. Negotiate accommodative terms in cases where instant compliance is either /impossible or difficult.

Audits the County Governments and issues reports that for me the basis of further administrative or oversight functions by other bodies e.g. DCI, Senate, and EACC.

Auditor General Engage the OAG on its instructional and policy requirements and expectations from the assemblies on organizational and financial management controls to scale up compliance by the county assemblies. Negotiate accommodative terms in cases where instant compliance is either /impossible or difficult.

Administers the IFMIS regime. Issues and enforces general financial management procedures for all governments

National Treasury Engage the National Treasury on its policy requirements and expectations from the assemblies on financial management controls to scale up compliance by the county assemblies.

Enforces ethical conduct among state and public officers. Enforces anti-corruption laws. Administers Chapter Six of the Constitution in public service. Conducts public education on ethics and anti-corruption

EACC Engage the Commission on its policy requirements and expectations from the assemblies on ethics and anti-corruption practices to scale up compliance by the county assemblies.

Investigates criminal complaints and reports across public and private sectors. Recommends criminal prosecution in appropriate cases.

DCI Engage the Department on its operational requirements and expectations from the assemblies on various aspects of criminal liability toscale up compliance by the county assemblies.

Stakeholder Role/Interest Opportunity for SOCATT(K)


Manages the operational relations (a division of functions, resolution of disputes, etc.) between the County Governments and the National Government.

Establish an information flow channel that enables the timely and accurate exchange of information on relevant issues.

Training and capacity building of national and County governments

The Kenya School of Government

IGRTC

Collaboration in developing and implementing capacity building programs for County Assembly Service(s)

Ensure all laws that are developed meet the required standards and are in line with the Constitution

The Kenya Law Reform Commission

Collaboration in capacity buildingof the County Assembly Service (s) in developing of laws

Serve as a public watchdog to ensure the Government is effective and efficient in delivering services

Civil Society Organizations

Collaboration and technical support in capacity building and awareness creation programs for the County Assemblies service (s)

Access to quality services by the national and County GovernmentAccess to information about government policies, decisions, and operations

The general public

Public education and awareness-raising on how the devolved government works Facilitation of public participation in County Assembly processes

The devolved system of Government is effectively implemented for the benefit of the Kenyan citizenry

Development partners/development programs

Seek funding and technical support to develop the capacities of County Assemblies service (s)

Information sharing, public education and awareness creation

The Media Collaboration in awareness creation about the operations of County Assemblies.

Stakeholder Role/Interest Opportunity for SOCATT(K)

Fig 1: Stakeholder engagement strategy chart

• High Impact Low Influence

• Low Influence Low Impact

• High Impact/High Influence

• High Influence Low Impact

Consult Comply

Co-operateKeep Informed


SOCATT (K) is a membership organization;Its membership constitutes the Clerks and Officers of all the 47 County Assemblies in Kenya;It seeks to maximize on the available resources for the capacity enhancement and well-being of its members in line with its vision and mission;While our direct beneficiary is the County Assembly service our work has a direct impact on the Members of the County Assemblies.

Cooperation and Collaboration- SOCATT (K) appreciates that a mutual vision is achieved by working together and leveraging on the resource that is each member.

This plan helps SOCATT (K) to understand her environment, set her goals, and define how t0 accomplish the said goals. The Steering Committee was guided by the following strategic questions in identifying the 2021-2024 strategic objectives of SOCATT (K);

Adaptability - The legislative environment is dynamic and it evolves with the needs and responses emerging every session; SOCATT (K) will be flexible and adapt to the needs of its members from time to time.

Diversity - The members are drawn from the entire country and have different political contexts that affect their jobs. In its program design and structure of interventions, SOCATT (K) will seek to consider all the varying circumstances and contexts.

Education - SOCATT (K) in its objects aims at enhancing parliamentary management through exchange of information and interdisciplinary collaboration and continuous self-improvement.

7. THE STRATEGY FRAMEWORK7.1 SOCATT (K) Statement of Core Values

7.2 Strategy Framework

a). How can the organization's communication and visibility be improved? b). Are the current activities responding to the skill needs and capacity gaps of our Members? c). How can the sense of community and camaraderie among the members be enhanced and maintained? d). How can we assure the efficiency and effectiveness of the administration of the organization?


Capacity development: The primary responsibility of SOCATT (K) is to strengthen the capacity of County Assembly Service so that they can perform their administrative and technical duties effectively and efficiently. To achieve this objective, SOCATT (K) will develop and implement comprehensive capacity development programmes that will utilize a variety of tools and approaches including residential training, on-the-job training, twining, peer learning, coaching, mentoring and advisory. SOCATT (K) will also develop a cadre specific professional development curricula to enhance its capacity development efforts.

Networking and partnerships development: SOCATT (K) recognizes the need to work collaboratively with other arms of government both at the national and county levels to make devolution effective. It will achieve this through the intergovernmental relations and coordination mechanism. The strategic plan also creates opportunities for the society to develop strategic partnerships with various external actors including civil society organizations, peer organizations, the private sector and international development partners.

Research: Evidence based decision making is important for legislative business. As a result, there are numerous gaps in knowledge and information. The society will devel-op its research capacity to generate information and knowledge that will inform various functions of County Assemblies including but not limited to Procedure & Practice, oversight, representation and public participation.

Advocacy: National Parliament, Constitutional commission and other intergovern-mental institutions are responsible for making decisions that affect the functions of the County Assemblies. SOCATT(K) will identify issues that require advocacy and lobby interventions and develop strategies to address them.

SOCATT (K) will create value for our primary beneficiaries by using a combination of the following complementary approaches to implement this strategy:

7.3 Strategic Approaches

1.

2.

3.

4.


County Legislatures just like National Parliament are mandated to represent the people, make laws and conduct oversight for the devolved units. These mandates are however anchored under the principle of public participation which is the hallmark of democracy and good governance. Public participation therefore should be made more effective by making the approaches thereto more specific and relevant to the local situations. Representatives of the people should therefore ensure that their subject fully contributes and participate in all matters that appertain them. The duty-bearers should therefore be supported towards achieving this end by encouraging the Assemblies to develop their own unique ways that ensure that the citizens' voice is taken into consideration in all Legislative and policy interventions.

Legislation is one of the constitutional functions of the County Assemblies, and indeed one of the pillars for any legislature. This primary function of the Assemblies should there-fore be the flagship strategic objective. Processes that feed into the legislative frame-work, both substantive and procedural, should be the main focus of Society. Capacity building, performance improvements, relationships and partnerships that improve the legislative processes of the Assemblies should be prioritized during resource allocation, implementation, monitoring and evaluation.

Oversight is also a constitutional function of the County Assemblies. It enables the constant check on the executive in the delivery of services to the people as undertaken on the political manifestos, policies and legislative instruments that flow from their techni-cal engagements. Administrative and financial oversight in the County Governments has arguably been the more visible function since the advent of devolution. Financial management at the counties has come under constant and heavy disapproval by the various compliance bodies like the Auditor General, Controller of Budget, Public Procurement Regulatory Authority, etc. These are symptoms of an ineffective oversight framework. Assemblies, therefore, need to be assisted to re-design the models of oversight over the executive functions as well as their own internal functions.

7.4 Key Result Area 1: Procedure &Practice, Public Participation and Oversight

Strategic Objective 1: To provide procedural and legal advice to County Assemblies for legislative business and the implementation of oversight.


Develop the technical capacities of County Assemblies’ staff to provide technical support to the County Assemblies and the oversight Committees

Enhance the capacity of County Assembly Officers on develop-ment of popular versions of bills of County Assemblies to enhance public participation;

Support the adaptation/domesti-cation of the public participation policy across all counties;

Assess the practice of public participation in various County Assemblies and providerecommendation for improve-ment;

Deploy SOCATT (K) liaison staff at Parliament (the National Assem-bly and Senate);

On behalf of the County Assem-blies, contribute to the legislative process at the Senate through the submission of memoranda;

Engage the National Parliament to establish financial indepen-dence for the County Assemblies.

Procedural and Legal advice

Strategic Issues ActivitiesStrategy

KEY RESULT AREA 1: PROCEDURE AND PRACTICE, PUBLIC PARTICIPATION AND OVERSIGHTStrategic Objective 1: To provide procedural and legal advice to County Assemblies for legislative business and the implementation of oversight

7.5 Key Result Area 2: Education (Capacity Development and Training)

Strategic Objective 2: To build the technical and management capacities of County Assemblies’ Clerks and Staff

The Clerk and the staff of Assemblies form the Service of the Assembly. They provide the technical expertise in the processes and functions of the Assembly. Being public bodies, County Assemblies are bureaucracies with established tenets and guidelines of opera-tions. The constitution and other laws provide for the establishment and management of County Assemblies. In its ideal sense, the Assemblies should be administered based on uniform norms and standards across the country. Professionalism is another principle of public service that the Assemblies have to observe in their day to day operations.


Strengthen the technical skills of various cadres of County Assemblies’ staff through training, knowledge and skills enhancement programs

Establish and implement continuous professional training that is cadre specific for all the County Assembly Services;Investing in SOCATT (K) members’ attendance at other key meetings of other partners (such as Senate, CPST and COG); Partnering and collaborating on joint initiatives such as research, workshops and media outlets;Continued engagement of the resource that is honorary members to support the CAS. Strengthen the leadership and technical capacities of Clerks through various forms of Executive training and coaching;Engage the caucuses for the key cadres of staff of the County Assemblies in identification of training needs;Utilize technology to enhance interaction and information sharing through various cadres of staff;Develop a knowledge management system.

Technical and management capacity building


KEY RESULT AREA 2: EDUCATION (CAPACITY DEVELOPMENT AND TRAINING)Strategic Objective 1: To build the technical and management capacities of County Assemblies’ Clerks and staff

Due to the segregation of duties in the Assemblies and to ensure professionalism, SOCATT (K) will engage with them to ensure uniformity as much as possible, with a room being given to operational modifications to meet the actual needs of every Assembly. It is in this regard that the Society will partner with other legal professional bodies to develop and implement professional development programs relating to other cadres. SOCATT (K) will seek to negotiate for a legal recognition of the Clerk profession and develop the requisite curriculum for professional growth within the Clerkship.

1.


Build technical capacity for advisory services

Strengthen linkages and partnerships that supports capacity building; Strengthen collaborative capacitybuilding initiatives;Develop SOCATT (K) capacity to undertake advisory services; Create think tanks around key thematic areas in legislation;Organize annual/ bi -annual confer-ences, symposia, public lectures and seminars.


7.6 Key Result Area 3: The Work Environment of County Assembly service (s)

Strategic Objective 3: To promote and influence the development of a facilitative and conducive work environment for County Assembly service (s)

Various laws are in place to ensure a safe work environment free from systemic as well as safety and occupational hazards. Conversely, many Assemblies and their staff find them-selves facing risks associated with this environment; political patronage and coercion are not uncommon in the Assemblies. Administrative challenges as well as outright mal-ad-ministration are common features in the Assemblies. SOCATT (K) therefore needs to develop and/or negotiate a safe, facilitative and conducive working environment for the County Assembly Clerks and the staff amid politics that the Assemblies must engage in.

Assemblies are political institutions by nature. They are composed of politically elected and nominated members. They fall within a political framework and economy. They seek to deliver political promises as well as secure a political future. The staff in the assemblies are therefore at the center of this political environment in which they discharge their professions to execute, advise and influence outcomes. Assemblies are further constrained or facilitated by their physical environments and facilities.

2.


Lobby for improved terms and conditions of service for Clerks and County Assemblies Staff

Work environment for County Assembly service (s)


KEY RESULT AREA 3: THE WORK ENVIRONMENT OF COUNTY ASSEMBLY SERVICE (S)Strategic Objective: 1 1 To promote and influence the development of a facilitative and conducive work environment for County Assembly service (s)

7.7 Key Result Area 4: Organizational Development of SOCATT (K)SOCATT (K) is a young organization and on its early growth path. Considering the central-ity of the organization on the growth and success of County Assemblies, SOCATT (K) seeks to position itself in a vantage position to support County Assemblies realize their core mandate. To achieve this, SOCATT (K) identified the following eight internal capacity areas to focus on in the next three years:

Engage SRC on job evaluation of County Assembly Service and subsequent job grading and adjustment of their salary structure;Undertake an audit on terms and conditions of service for County Assembly staff to inform SOCATT (K) advisory to County Assemblies’;Lobby County Assembly Service Boards to develop preferential conditions of service for County Assembly staff;Lobby for improved budget ceilings of County Assemblies; Ensure effective representation of SOCATT (K) in all relevant institutions, processes and forums that address matters relevant to work environ-ment County Assemblies;Ensure effective representation of SOCATT (K) in all relevant institutions, processes and forums that address matters relevant to work environ-ment County Assemblies;Embed SOCATT (K) as a professional association of the County Assemblies Clerks and Staff.


Strategic Objective 1: Enhance Visibility and Positioning of SOCATT (K)Strategic Objective 2: Implement High Quality and Responsive Programs and Services Strategic Objective 3: Strengthen the Human Resource Capacity at SOCATT (K) Strategic Objective 4: Ensure Financial Sustainability of SOCATT (K)Strategic Objective 5: Build Research and Knowledge Management Strategic Objective 6: Strengthen the Role of SOCATT (K)’S Governance Strategic Objective 7: Leverage on ICT to Support Service Delivery Capacity of SOCATT (K)Strategic Objective 8: Implement Comprehensive and Effective Monitoring Structures

Enhance effective SOCATT (K) brand publicity

Insufficiently claimed SOCATT (K) operation niche


KEY RESULT AREA 4: ORGANIZATIONAL DEVELOPMENT OF SOCATT (K)

Strategic Objective 1: Enhance Visibility and Positioning of SOCATT (K)

Establish SOCATT (K) alumni body and register;

Aggressive/assertive publicityLobby for County Assembly support in protecting SOCATT (K) nicheCollaborate with appropriate stake-holders

Encroachment into SOCATT (K) niche service area

Rebrand SOCATT (K);

Provide proactive solutions to primary consumers of SOCATT (K) services

Competition Increased presence of SOCATT (K) the County Assemblies and other stakeholders through regional clustering and outreaches.

Implement a robust and sustained effort in educating the public about the role of SOCATT (K).

Publicity and External Communi-cation

Sponsor ads to spur increased social media viewership/readership;

Foster linkages, partnerships and collaborations of mutual interest;Organize and participate in consul-tative meetings with appropriate SOCATT (K) High Impact/High Influence and High Impact/Low Influence stakeholders.

Develop and implement SOCATT (K) branding strategy and communica-tion strategy.

The table below describes the strategic objectives, strategic issues and activities that will facilitate the Organizational Development of SOCATT (K).



Develop and implement a comprehensive public relations and communication strategy

Strategic Issues

Strategic Objective 2: Implement High Quality and Responsive Programs and Services

ActivitiesStrategyConstantly update content and upcoming events in SOCATT (K) website;

Clearly define and document the services offered by the society to its members

Span of Service portfolio

Communicate to users the span of service portfolio offered by SOCATT (K);

Develop the society’s capacity to design and implement programs and projects through staff training and short-term consultancy;

Identify opportunities for funding of SOCATT (K)’s projects and programs and develop proposals to concept papers to tap into the identified opportunities;Identify and develop partnerships for joint development and implementation of projects;Stimulate demand for SOCATT (K) service offerings.

Encourage all County Assemblies to contribute articles for publication in the quarterly Newsletter that gives members an opportunity for information sharing and advertisement;Improve engagement with main-stream media (both electronic and print);Develop cloud-based databases with controlled access for use by members and other stakeholders;Sponsor and participate in periodic exhibitions and conferences to provide opportunities for counties to showcase their work and innovations;Airing documentaries covering the role, work and outputs of SOCATT (K);


Enlisting and utilization of internal and external experts

Competent and qualified staff


Strategic Objective 3: Strengthen the Human Resource Capacity at SOCATT (K)

Through sitting County Assembly Clerks, enter into a written memoran-dum of understanding with County Assemblies on ad hoc engagement of staff;

Strengthen Performance Management System

Performance Management

Develop and operationalize perfor-mance management policy and guidelines;Implement a performance management policy and guidelines.

Develop and implement a commu-nication framework between County Assemblies and SOCATT (K) for ease of staff engagement on a need basis;Grow capacity and develop a niche on Key Results Areas;Rally for technical support from developing partners;

Lobby with PSC for inclusion during deployment of the internship program.

Diversify revenue streams

Over-reliance on captive revenue sources


Strategic Objective 4: Ensure Financial Sustainability of SOCATT (K)

Map and explore potential revenue sources;Develop and submit proposals to development partners both locally and internationally; Develop and implement revenue diversification strategies;Enhance staff capacity in fundrais-ing through grants (responding to calls for proposals and developing and submission of unsolicited proposals);Develop the capacity of the society to comply with the requirements of key donors of devolution in Kenya e.g. USAID, UK Aid DANIDA, DFID, UNDP, etc.;



Strategic Objective 5: Build Research and Knowledge Management Capacity of SOCATT(K)

Engage County Assembly Clerks to classify SOCATT (K) subscriptions as a budget item in their recurrent expenditure

Allocation of SOCATT (K) in County Assemblies budget

Organize consultative fora with County Assemblies Clerks;

Institutionalize financial risk management practices

Financial Risk Management Strategy

Map out possible financial risks facing SOCATT (K);Develop and implement a SOCATT (K) business continuity plan;

Develop and present proposals to CASB;Lobby for revision of membership fees and subscription fee ceilings by County Assemblies from the current Kshs. 500,000 to 750,000;Lobby for approval of the proposal by utilizing every consultative and other County Assembly fora;Develop and Implement strategies that ensure consistency in submission of County Assembly subscriptions;

Institute austerity measures in non-core business/service areas

Discrepancy in revenue genera-tion against expenditure

Initiate cost-cutting strategies; Implement the cost-cutting strategies.

Implement strategies to establish and sustain strategic partnerships.

Develop and implement Financial Risk Management Strategy;Develop and implement Debt Management Strategy;Undertake regular financial audits.

Research and Knowledge Management Capacity

Establish a research and knowledge manage-ment unit at SOCATT(K)

Participate in local and internation-al conferences and symposia on devolved governance systems and legislative matters;

Seek funding to support key stake-holders in undertaking research on legislative matters;

Build staff capacity in research, knowledge and information dissemination;


Strategic Objective 6: Strengthen the Role of SOCATT(K)’S Governance Structures

Strategic Objective 7: Leverage on ICT to Support Service Delivery

Strengthen the leader-ship and technical capacities of SOCATT (K) Committees for effective discharge of duties

Leadership and technical capacities of SOCATT (K) Committees

Develop and maintain an effective calendar of events and meetings for the Steering Committee, Executive Committee and all the standing Committees;


Establish a research and knowledge manage-ment unit at SOCATT(K)

Develop knowledge and information databases for utilization by members (County Assembly service (s)

Develop a mechanism for perfor-mance assessment and evaluation of the Committees;

Develop and implement a program for capacity development of the governance structures (Steering Committee, Executive Committee and all the standing Committees).

Integrate ICT in the business operations of SOCATT (K).

Sub-optimal leverage on ICT to support service delivery on Educa-tion (Capacity development and Training)

Undertake SOCATT (K) ICT needs;Develop SOCATT (K) ICT policy and procedure manual;Implement ICT policy and procedure manual;Develop ICT infrastructure, equip-ment, accessories and software;Build capacity of ICT within SOCATT (K) and County Assemblies.

Identify and develop strategic partnerships with research institutions in Kenya and internationally.





Strategic Objective 8: Implement Comprehensive and Effective Monitoring and Evaluation System

Strengthen a monitoring and evalua-tion unit in the SOCATT(K) secretariat;

Upscale a monitoring and evaluation plan based on the strategic plan;

Implement a comprehensive, consistent and systematic periodical monitoring and evaluation plan;Strengthen reporting mechanisms and effectiveness; Harness feedback to inform manage-ment decisions and the implementa-tion of corrective actions.

Systematically monitor and evaluate SOCATT (K) performance against performance indicators

Monitoring, Evaluation Reporting and learning

8. IMPLEMENTATION, MONITORING AND EVALUATION


8.1 Implementation Plan

i. Coordination and ImplementationImplementation of this Strategic Plan will be carried out through the current structures within SOCATT (K).

SOCATT (K) will pursue the following strategies to ensure effective implementation of this Strategic Plan:

i. Capacity Developmentii. Phasingiii. Sequencingiv. Prioritizing Quick Wins

ii. Accountability Framework

iii. Strategies for implementing the Strategic Plan

Human resources form the most important factor of production. Its development is critical for organizational growth and the ability of SOCATT (K) to meet its desired strategic objec-tives. SOCATT (K) will ensure an internal human resource policy for attraction, develop-ment, utilization and retention of staff.

iv. Human Resource

Implementation of this Strategic Plan will require resources that will be mobilized by SOCATT (K) through membership, subscription fee and grants from development partners.

v. Resource Flows

The overall oversight role will be provided by Executive Committee, while the responsibili-ty of the overall implementation of this Strategic Plan rests with the office of the Executive Director who will be charged with overseeing the actual implementation of the Strategic Plan to meet the Strategic Objectives set and, in particular, the targets set.

Executive Director will be in charge of providing overall policy direction in the implemen-tation of all activities outlined in the Strategy Framework, including the allocation and re-allocation of resources.

The Finance and Administration officer will prepare quarterly progress reports outlining achievements and gaps in implementation, where applicable. Continuous monitoring of performance will be cascaded to individual levels of relevant officers. Annual Progress Reports will also be prepared and discussed by management.


8.2 Monitoring and Evaluation PlanMonitoring the implementation of the Strategic Plan constitutes systematic tracking of activities and actions to assess progress. Progress is measured against specific targets and schedules included in the Plan. This is followed by analyzing and reporting the information to various users.

8.3 Strategic Plan EvaluationAn external annual, mid-term and end-term review and evaluation will be conducted using the indicators, baseline and targets identified in the monitoring and evaluation plan to indicate the extent to which SOCATT (K) has implemented the Plan. A comprehensive review of the Strategic Plan will be undertaken at the midterm to ensure it remains relevant, feasible and delivers outputs that contribute to the sustainable development of SOCATT (K) and County Assemblies in Kenya. Strategic Plan evaluation will be based on performance indicated in Table 8.

SOCATT (K) has identified several indicators that it will utilize in measuring the progress and results of this strategic plan. A monitoring and evaluation plan will be developed based on these indicators. Both quantitative and qualitative data and techniques will be utilized to measure its performance against the indicators, baselines and targets. Major techniques of monitoring and evaluation to be used will be variance analysis and budgets.

SOCATT (K) will implement the following M & E framework to ensure effective implemen-tation of the Strategic Plan:

i. Formation of Strategic Implementation Teamii. Systematically Cascading the Strategic Planiii. Data and Information Collection Proceduresiv. Regular Meetings with various actors v. Planned periodic Strategic Plan Review

Key Result Area

Table 8: Performance Indicators

Performance IndicatorsStrategic Objectives

The number of Senate bills and laws whose development and review SOCATT(K) contributes to;The number of County laws developed or revised based on recommendations by SOCATT(K);Tracking report of organic bills (non-money bills) introduced into the various county assemblies;

To provide legal and procedural advice to County Assemblies in the development of legislation and conduct of oversight in a participatory manner

KRA 1: Legislation, Public Participation and Oversight


Key Result Area Performance IndicatorsStrategic Objectives

Number of various programmatic interventions that SOCATT has put in place to enhance the capacity of otherwise disadvantaged segments of the Assemblies, e.g. women, PWDs, etc.;

The number of County Assemblies Clerks trained in planning, budgeting and execution;

The number of formal challenges to outcomes of oversight functions of county assemblies: both administrative and financial, i.e. in courts, tribunals, political party internal mechanisms, etc.;

Number of judicial pronouncements on challenges to outcomes of oversight processes, e.g. Budgets, Finance Bills, impeachments, etc.;

The number of County Assemblies supported by SOCATT(K) to adapt the public participation policy;

The number of County Assemblies supported by SOCATT(K) to develop and implement citizens’ participation and accountability charters;

The number of popular versions of bills that SOCATT(K) produces to enhance public participation;

The number of SIGs that SOCATT(K) trains on public participation;

The number of SIGs that SOCATT(K) supports to prepare and submit memoranda on development plans, budgets and legislation;

The number of Popular versions of bills to be introduced.


Key Result Area Performance IndicatorsStrategic Objectives

The number of County Assemblies’ Clerks and staff trained by SOCATT (K);

To build the technical and management capacities of County Assemblies’ Clerks and staff

KRA 2: Education (Capacity Development and Training)

The level of budget allocation to the County Assemblies;The level of satisfaction of County Assemblies’ Clerks and staff with the work environment and scheme of service;The number of relevant Committees and forums in which SOCATT (K) is effectively represented.

To promote and influence the development of a facilitative and conducive work environment for County Assembly service (s)

KRA 3: The Work Environment of County Assembly service (s)

The performance rating of County Assemblies based on SOCATT (K)’s performance rating mechanism;

The number of CA staff who demon-strate improved performance as a result of capacity building support by SOCATT (K); The number of CA staff caucuses facilitated by SOCATT (K); Report on feedback mechanisms by stakeholders, e.g. MCAs, Speakers, National Government offices, on the continual improvement of the offices and systems of assemblies;Reports on peer review of the perfor-mance of technical areas of assem-blies, coordinated by SOCATT (K).

Capacity Area Performance IndicatorsOrganizational Development Objective

Register of SOCATT (K) alumni;Number of MOUs on linkages, partner-ships and collaborations of mutual interest;Number of consultative meetings with appropriate SOCATT (K) High Impact/High Influence and High Impact/Low Influence stakeholders;The number of strategic partnerships that SOCATT (K) has at any given time.

Enhance Visibility and Positioning of SOCATT (K).

Visibility and Positioning of SOCATT (K)

Organizational Development of SOCATT (K)



Number of reports on uptake of SOCATT (K) service portfolio; Number of reports on the development of society's capacity to design and implement programs and projects through staff training and short-term consultancy;Number of MoUs on partnerships for joint development and implementation of projects;The level of satisfaction of members and targeted beneficiaries on the quality of services by SOCATT (K) secretariat;The number of donor-funded projects that SOCATT(K) implements;The size and duration of donor-funded projects that SOCAT implements.

Implement High Quality and Responsive Programs and Services

Quality and Responsiveness of Programs and Services

The percentage of staff with the technical skills required for respective jobs;Written memorandum of understand-ing with County Assemblies on ad hoc engagement of staff;Number of deployed interns by PSC to SOCATT (K); Performance ratings of individual staff members through annual performance appraisal.

Strengthen the Human Resource Capacity at SOCATT (K)

Human Resource Capacity

Percentage increase in the amount of income per income source; The ratio of direct income (unrestricted) to income from grants (restricted);The surplus (income: expense ratio).

Ensure Financial Sustainability of SOCATT (K)

Financial Sustainability

The number of research outputs of SOCATT(K) in a specific period;The level of access and utilization of SOCATT (K)’s knowledge and information databases.

Build Research and Knowledge Manage-ment Capacity of SOCATT(K)




Performance ratings of SOCATT (K)'s Committees (the Steering Committee, Executive Committee and Standing Committees) performing respective duties.

Strengthen the Role of SOCATT(K)’S Governance Structures

Governance Structures

The level of awareness on the work of SOCATT(K);

The proportion of public relations strategies and actions that SOCATT (K) effectively implements.

To improve the public image and profile of SOCATT(K)

Publicity and External Communication

The number of management and administration systems that use appropriate ICT solutions.

Leverage on ICT to Support Service Delivery

Leveraging on ICT to Support Service Delivery

The level of effectiveness of SOCATT (K) M&E staff in the performance of their duties.

The proportion of key performance indicators of this strategic plan that SOCATT (K) effects, tracks and reports on.

Implement Comprehensive and Effective Monitoring and Evaluation System

Monitoring and Evaluation System


9. RISK ANALYSIS

Political Interference

Competition

Risks in the context of this Strategic Plan are factors that have a likelihood of negatively influencing the implementation of SOCATT (K) projects and programs. County Assem-blies operate in challenging environments fomented by legal and operational realities. These pose risks that are then transferred to the SOCATT (K) who has little influence over these risks. However, there is a need to identify them and develop mitigation strategies for managing any negative effects that may result from the occurrence of the risks. Some of the risks are as follows:

There are many bodies and persons with political interest in the goings-on in the assem-blies and the Society. Such interests seek to coerce and influence the assemblies and the society to operate in particular ways, some of which may be contrary to the organi-zational interests and future of the Assemblies and the society.

Other bodies with similar or complementary interests as SOCATT (K) are actively trying to assert dominance and seek priority approval from other partners. This poses the challenges of blackmail and undermining the operations of the Society.

Weak Legal Foundation

The Society is operating under the Societies Act Cap 108. This puts it in the same position as many other less acclaimed bodies like churches, welfare groups, etc. this means that the Society lacks the capacity to engage appropriately at the more formal environ-ments like corporate personality, ability to contract with other bigger partners, etc. the ideal situation would be statutory existence which would give the Society a more overarching capacity to engage other statutory bodies.

The feeling of exclusion by other staff components in the Assemblies

The Society has been perceived as being a place to cater for the interests of only the Clerks and the staff that support the legislative and procedural functions of the Clerk of the Assembly; to the exclusion of the other staff cadres. This may be traced to the name ‘Society of Clerks at The Table’. This notion has morphed into a feeling of alienation of other staff who do not habitually engage in the legislative procedure and processes of the Assembly. The ensuing situation promotes discord in the Assemblies, evidenced by the various caucuses coming up to represent other professional cadres in the assem-blies, ostensibly to compete with the ‘Clerks at the Table.’ This challenge may however be addressed by ‘unpacking the Clerk’. The Clerk who is the principal member of SOCATT (K) under its constitution, may be unpacked to include all the staff in the assem-blies’. Indeed, all staff in the assemblies discharge but delegated functions of the Clerk.


Inadequate financial allocation of County Assemblies by the national treasury

Medium

Potential risk

External

Mitigation MeasureRisk Level

Budget monitoring and lobbying the Senate to ensure the County Assemblies are allocated adequate resources every financial year

Continued lack of clarity by various stakeholders about the distinct roles and objectives of SOCATT(K) and CAF

High Develop and implement a program for continuous public awareness and education about SOCATT(K) and its work

Table 9: Risk Mitigation Measures

The Clerk is the chief advisor to the Speaker, the Assembly and the members of the assembly. As such, all staff engaged in these functions represent the Clerk in this regard.

The Clerk is the Accounting Officer for the Assembly, The County Assembly Service Board as well as the Service. So, all financial functions are performed on behalf of the clerk.

The Clerk is the Authorized Officer and the in charge of day to day administration of the Assembly. All administrative functions are thus performed as delegated functions of the Clerk.

Under the Standing Orders of all the assemblies, the records, journals, references, etc. are kept in the custody of the Clerk. Hence, all functions related to records and information management systems in the Assembly are functions of the Clerk, and all other staff discharges them in a delegated capacity.

In effect, therefore, the Clerk is a representative of all the staffing cadres of the Assembly. As such, the Society of Clerks is as Society of all staff in the assembly

Table 9 outlines the measures to be taken to minimize the effects of key high impact risks that SOCATT (K) is potentially facing in the implementation of this strategic plan.


The likelihood that CAF (which has SOCATT(K) is closely associated with) will be anchored in law thus making it an intergovernmental relations structure

High

Potential risk

External

Internal

Mitigation MeasureRisk Level

Develop and implement a mechanism that ensures the operational independence of SOCATT(K)

High levels of corruption at the County and National Government structures

Medium Support the County Assemblies Clerks to implement the government's anti-corruption measures

The continued political polarization of the County Assemblies

High Facilitate peer exchange forums for County Assemblies Clerks and staff to share insights and experiences on how to safely navigate the political landscape at the counties

The inability of SOCATT(K) to raise enough income from membership to finance the secretariat and core memberships services

High Increase resource mobilization efforts to diversify sources of funding, particularly from the funding of projects and programs from development partners

The inability of SOCATT(K) to hire more high-quality staff due to financial constraints

High Put more efforts in fundraising both for institutional support and programs /services

Lack of interest and commitment by some members

High Develop a comprehensive membership benefits package and maintain the quality and consistency in the provision of the stated services

Develop a database of consultants that SOCATT(K) can draw from to address specific tasks whenever need arises

Ensure SOCATT(K) remains apolitical in its service delivery especially to MCAs


SOCATT (K) will maintain its current committee structure, and continue to retain a lean structure.

The diagram below outlines the Structure of SOCATT (K).

10. ORGANIZATIONAL STRUCTURE

GENERAL ASSEMBLY

ExecutiveCommittee

ExecutiveDirector

FinanceCommittee

LegalCommittee

HumanResource

Committee

Procedure &Practice

Committee

ProgramOfficer

PublicRelational &

CommunicationProgram Assistant

LegalOfficer

KnowledgeManagement

OfficerConsultants/Advisors

SteeringCommittee

Procedure andPractice Program

Assitant

FinanceAdmin

Assistant

OfficeAssistant

Finance& AdminOfficer

1st Floor, Room 104, Transnational Plaza, Mama Ngina St.P.O. Box 12654 - 00100, Nairobi, Kenya.

Tel/Fax: 254 726 428 903Email: [email protected]

Website: http://www.socattkenya.org

society of clerks at the table in kenyan county

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